221–230 of 289 posts
Manager is the one who can't code, love meetings (part of their job), love Office (so they won't get boring for doing reporting all day).
I can code. I hate meetings. I like my home office and have been remote for about eight years. I don't think you know what people managers do.
I'm at LI and my reporting chain is Sr mgr > Sr Director > VP > Sr vp > CEO. A year ago it was mgr > sr mgr > director > sr Director> vp> svp > ceo. No one in my management chain was impacted but the flattening has been happening organically as folks leave. LI has a distinctive lack of chill right now contrary to the company image, but generally things are just moving faster.
I can't imagine a company image being less "chill" than LinkedIn. Perhaps the reputation as an employer is that, but as a Company (and product) it's basically Facebook, for people who are not "chill"...
Earlier quoted context omitted.
You’ve made up a guy and are mad about it but go off
There was probably a lot of slack at twitter, but as an outsider it's incredibly hard to correctly identify who is the slack and who is doing real work (and a lot of people are somewhat in-between) in such a short amount of time. Musk took a massive risk and I'm sure a lot of the collateral damage were people doing genuine work. Keep in mind a lot of the slacker are really good at pretending to do real work and they'…
The gp I think is talking about rage bait videos on social media where people used to post how work was so easy at xyz company. We should know better than rely on rage bait for information. Ask your friends who worked there if they knew anyone slacking off.
Earlier quoted context omitted.
Why does managing the team takes so much work? Do you need to hold the hand of all your reports?
Managing people properly takes time. For example, a 30 min 1:1 with the report looking at their wellbeing, motivation, challenges, career goals should be a weekly task. The 30 mins is really 45 mins because notes need to be made following so that there is audit trail, and clarity of expectations for both parties. QoS is important so they can't be shoved back to back, otherwise one will find actively concentrating dif…
Earlier quoted context omitted.
You might be right, but that might be because they're just really bad managers. A good engineering manager shouldn't be there to herd engineers. A good engineering manager is there to protect their engineers from the organization, ensure they have the resources required to do the work, and to make sure their organizational goals, development, and wellbeing are being advocated and cared for. Scrum masters shouldn't ca…
I feel some people have never had a good manager, and so they don’t realize just how much bullshit they can insulate you from.
Earlier quoted context omitted.
Interesting. Parent comment is about 4:1 even. In my career I saw from 5:1 to 20:1 IC to managers on a direct level. However the higher one go the better the ratio, like VP to SVP ratio rarely reaches 10:1 even. Now I'm curious what are the industry 'standard' numbers.
20:1 is terrible. You may not have managers but other ICs then need to burden themselves with management duties. Even if you have 1:1 for half an hour every week, that’s 10 hours of just 1:1s. There is no reasonable way to keep track of it. It’s bad for the manager, it’s bad for the IC. Anything more than 10 is bad, ideal would be 7-8 reportees.
The manager can manage that many people because he's not involved with our day-to-day work. We have a Scrum Master and Product Owner who handle their "management" parts. If there's some problem which needs manager's attention it's typically SM who communicates that.
The manager takes part in some meetings (like planning), but mostly just listening.
Earlier quoted context omitted.
Bruh, I don't know where you've been but "Engineering Manager" positions are the new "Devops" from 10 years ago in terms of needing to do multiple jobs. Every position I've both applied for and gotten has required that I can -Complete technical tasks at the minimum of a senior engineer level if not staff/principal -Train the -Project Management -System Design, to the point that I am willing to put my name on each and…
I’ve worked with engineering managers and they did none of the stuff you listed lol. I’m still wondering what they were doing.
Most come from non technical backgrounds, or we're in a technical role for a short time.
Earlier quoted context omitted.
I feel some people have never had a good manager, and so they don’t realize just how much bullshit they can insulate you from.
Most managers are not good, that’s the problem.
Earlier quoted context omitted.
Yeah I report to a director and make more than them at senior staff level
Teach me this!